【正文】 樹蛙只是想聽到其他同類的叫聲并與之交流?！　nteresting.　　真是有趣。我正在寫一個關(guān)于全球氣候變化的故事。我知道，照這種速度下去，每年春天我都愛去提取樹漿的這片楓林，到我孩子的那一代就將不復(fù)存在?！　t that moment Tree Frog leaped across my foot and sat on the floor in front of my puter. He then reached up his hand to his left ear and cupped it there. He sat before the puter and reached up his right hand to his other ear. He turned his head this way and that listening to that tone. Very focused. He then began to turn a very subtle, but brilliant shade of green and leaped full force onto the puter.　　此刻，樹蛙從我腳背跳過去站在電腦前的地板上。他這樣轉(zhuǎn)動著腦袋，聆聽那個聲音，非常專心致志。　　And then I remembered the story about the frogs that I had heard last year on public radio. It said frogs were dying around the world. It said that because frogs’ skin is like a lung turned inside out, their skin was being affected by pollution and global climate change. It said that frogs were being found whose skin was like paper. All dried up. It said that frogs are an “indicator species”. That frogs will die first because of the sensitivity.　　我猛然想起去年在收音機里聽到的一則關(guān)于青蛙的消息，說是全世界的青蛙正在死亡。據(jù)說已經(jīng)發(fā)現(xiàn)有些青蛙的皮膚已變得像紙一樣干癟。　　Then, I understood.　　這時我明白了。一些頭腦清醒的人士也曾向我們傳遞過同樣的信息，那就是“我們別無選擇?！　ecause we are related.　　因為我們休戚相關(guān)?！　hat we, for the sake of our relatives, must act now.　　為了我們的親人，我們必須馬上行動起來。 (736 words) Passage BMission Zero 歸零使命 Ray C. Anderson (July 28, 1934 August 8, 2011) was founder and chairman of Interface, Inc., one of the world’s largest manufacturers of modular carpet for mercial and residential applications. He was “known in environmental circles for his advanced and progressive stance on industrial ecology and sustainability.”　　雷?C?安德森（1934年7月28日—2011年8月8日）——是全球最大的商業(yè)和住宅用拼塊式地毯制造商之一——英特飛有限公司的創(chuàng)始人和董事長。　　“If it exists, it must be possible”, asserts Amory Lovins1, cofounder and chief scientist of the Rocky Mountain Institute2 think tank. He is talking about my pany. Fellow industrialists, I dare say, thought my ambition impossible to realize when fourteen years ago I described my aspirations for Interface Inc. to turn into what it actually is being today. Indeed, around then, the CEO of a major petitor looked at me in the eye, and said, “Ray, you are a dreamer.” Yet, as Amory says, “If it exists …” 　　“如果有其存在，就必然有其可能，”落基山研究所智囊團(tuán)的聯(lián)合創(chuàng)始人和首席科學(xué)家艾默里?洛文斯如此斷言道。我敢說，當(dāng)十四年前我描述我的志向，要把英特飛公司變成它今天正在呈現(xiàn)的模樣時，各位實業(yè)家同人都認(rèn)為我的雄心壯志根本不可能實現(xiàn)。”然而，正如艾默里所說，“如果有其存在......”　　The “impossible” that exists today is a petroleumintensive carpet manufacturer (for both energy and raw material) that has reduced net greenhouse gas (GHG) emissions by 88 percent, in absolute tons, and its water usage by 79 percent since 1996, even as sales have grown by twothirds and earnings have doubled. In 1994 Interface set out on a mission “to be the first industrial? pany that, by its deeds, shows the entire industrial world what sustainability is, in all its dimensions: people, process, product, profit, and place.” Our definition of sustainability is to operate our petrointensive pany so as to take from the Earth only that which is naturally and rapidly renewable, and to do no harm to the biosphere.　　今天存在的這個“不可能”是一家（在能源和原材料方面）高度依賴石油的地毯制造商，從1996年至今將溫室氣體凈排放量減少了88%（以實打?qū)嵉膰崝?shù)計），用水量減少了79%，而銷售額卻反而增加了三分之二，收益翻了一番。”我們對持續(xù)性發(fā)展的定義是：我們這家高度依賴石油的公司，堅持其運營只從地球獲取可以自然而快速再生的資源，并且不對生態(tài)造成危害。我們對浪費的定義是：凡是不能給客戶帶來價值的花費都是浪費。我們甚至把依然取自化石燃料的能源也定義為浪費，并作為要消除的對象。聽上去有些不可思議？請記住，“如果有其存在......”　　Indeed our belching smokestacks, our gushing effluent pipes, our mountains of waste — all pletely legal — provided tangible proof that business was good. They meant jobs, orders ing in, products going out, and money in the bank. 　　的確，我們的煙囪煙霧騰騰，我們的管道污水噴涌，我們的廢料堆積如山——所有這一切都完全合法——這是我們生意興隆的確鑿證據(jù)?！　hat all changed with a question that came from our customers: “What is Interface doing for the environment?” We had not heard that question before, and had no good answers. For a “customerintimate” pany, this was untenable. Looking for an answer — and a determination to respond with credible, demonstrable, and measurable results and transparent accountability — set us on this course. 　　所有這一切都因消費者提的一個問題而改變：“英特飛對環(huán)境有何貢獻(xiàn)？”這個問題我們以前聞所未聞，更無法交出滿意的答案。為尋求答案，還有決意給消費者提供一個可信、可見和可考量的結(jié)果并承擔(dān)明晰的責(zé)任，我們踏上了征途。我們現(xiàn)在將此目標(biāo)命名為“歸零使命”：到2020年實現(xiàn)對環(huán)境的零影響。成本下降了，并非上升了，一個虛構(gòu)的理念就此打破，讓我們看到在環(huán)境和經(jīng)濟(jì)之間并非必然就是擇此傷彼的虛假選擇。這種模式在激烈殘酷的市場競爭中擊敗了它的所有對手，卻并不以傷害地球或后代的利益為代價。作為證明，英特飛的股價四年內(nèi)從2美元攀升至20美元，公司也從產(chǎn)業(yè)史上影響最深、持續(xù)最久的經(jīng)濟(jì)衰退中脫險而出?！　ut, what about the big picture? What does the Interface journey have to teach us? A sustainable society into the indefinite future depends totally and absolutely on a vast, ethically driven redesign of the industrial system, triggered by an equally vast mindshift — one mind at a time, on